PUBLIC SECTOR ORGANIZATIONS' USE OF BENCHMARKING INFORMATION FOR PERFORMANCE IMPROVEMENT.

Public sector organizations frequently adopt benchmarking as a management tool to improve performance. This paper focuses on the question of whether it is likely that these organizations actually use the resulting benchmarking information to develop and implement performance improvement actions. It distinguishes various mechanisms through which specific public sector characteristics may stimulate or hinder the use of benchmarking information. The paper illustrates several mechanisms through four explorative case studies of Dutch water boards. A subsequent analysis reveals that the applicability of particular mechanisms depends on the specific circumstances, including stake holders 'involvement in the organization and the strength of the organization's managers. [ABSTRACT FROM AUTHOR]